Simulation Game

Question 1:

Yes top management can unfurtunaly influence decisions by threaten with budget cuts etc.

—> If you follow bad orders and their fail its your fault —> so its a balancing act to keep them happy but still gurentee portfolio success

—>yes certainly you need to have proof of the influence he/her tried to force upon you.

Question 2:

✨communication is key✨

-> try to resolve conflict (communication, facts)

—> but it also could be benefitial to squeeze in the request to get other benefits to use for the portfolio.

• yes they do

  • w/ market trend analysis we should already know them, but we can’t be sure 100% so they might be unexcpected to marketing (management —> strategic alignement)

    • maybe also to the customer gets new request from experience

  • ?

  • evalute the consequences or investment value of the changes, strategic fit (disruptive innovation) and if its a large customer base or clearly profitble be agile enough to change priorities

  • You can’t really avoid it —> do benefit and risk management and be agile

• yes a companies goal is to stay profitable and the company strategy can be used to determine which business we want to be in. So moving away from steam and gas will be neccassity in the long run—> but it needs to be done overtime with good crm to move the large customer base we have in those segments (also not only decreasing profit but also regulatories).

• top management is doing to company strategy (also vision and stuff)

  • R&D —> decision support

• A diversified project portfolio facilitates

the shift to more important projects/

goals

• Find a good balance between the cost

of expert teams and the risk of using

internal teams

• Plan for a project buffer

• Check whether management really has

this decision-making power

• Are there other opinions on the

steering board or is evervone

convinced of the project?

• Logical reasoning and data-based

justification of why the project does not

add value